为什么我的团队不承担责任

2018 Global Agile Article Selection Summary

Author: Heidi Araya, Edited by: Michael de la Maza & Cherie Silas, Published on: July 18, 2018

Heidi Araya's article delves into the common confusion between 'accountability' and 'responsibility' within agile teams and offers insights on fostering a sense of ownership among team members. She clarifies that accountability refers to the consensus and expectations set, followed, and managed among team members, while responsibility is an intrinsic awareness of one's duties.

In agile, particularly Scrum teams, it is expected that the teams have everything they need to deliver potentially shippable increments at the end of each Sprint. The concept of 'Done' is critical, and it requires a shared understanding within the team to ensure transparency and quality. Without control or empowerment over their work, teams are less likely to feel responsible and be accountable for outcomes.

Araya highlights the distinction between external accountability and internal sense of responsibility. She also draws attention to the importance of commitment and the values of courage, focus, openness, and respect as outlined in the Scrum Guide. These values bring the pillars of Scrum—transparency, inspection, and adaptation—to life and establish trust among team members.

She references Douglas McGregor's Theory X and Theory Y, explaining how today's work requires interdependence, contrasting with the outdated notion that individuals work in isolation. This interdependence emphasizes the need for teams to commit to the quality and value for the customer.

To help teams feel responsible, Araya suggests various actions: understanding the Scrum Guide, discussing the meaning of 'Done', setting clear expectations, establishing goals, practicing pair or mob programming, providing necessary tools and removing obstacles, holding valuable retrospectives, allowing cross-training, and dedicating time for improvement.

Araya concludes by emphasizing the opportunities for individuals to work happily with a sense of responsibility. She also encourages managers to let teams find their way of working, stressing that imposing specific ways of working is not truly agile. The article finishes by sharing resources for further guidance on non-imposing agile participation methods and provides information about Heidi Araya's professional background in agile transformation and organization design.

组建IPD（集成产品开发）团队的原则与步骤

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